I was in the UK last week and since I was gone for a week, I’ve decided to take a day off with my wife.
You get to read Practice Until You Don’t Get It Wrong, which is something I believe in. Or listen to the podcast: https://traffic.libsyn.com/voiceofthedba/PracticeUntilNotWrong_92_v2915.mp3
I ran across this article on a survey about AI usage recently. The headline is this: 55% of businesses admit wrong decisions in making employees redundant when bringing AI into the workforce.
That sounds a little ominous for those making these decisions, and a lot of you might be saying, “I could have told you that. Using AI to replace people is a bad decision.” On the surface, I agree. I dislike the idea that companies will opt for a semi-competent AI bot or agent to replace people, thereby further exacerbating the challenges faced by many workers in the modern world.
However. 55% means 45% didn’t feel that way. That’s almost a coin flip for executives who want to make a decision about whether to terminate some employees and replace them with GenAI tools, especially workers who might do things like customer service or tasks that are narrower in scope and “seem” like good fits for an LLM.
A lot of the stats in the piece are presented in a way to paint AI as risky, but the numbers are often less than 50%. To me, I worry that this is a bet executives might make. Especially when this might result in a bigger bonus or dividend for them personally. I never discount the selfish nature of executive decisions.
So, what is my selfish case for learning AI if I might get replaced? The big number is this one: “…80% of business leaders plan to reskill employees to use AI effectively…” For me, in my job, I want to be one of the people execs see as effectively using AI.
I need to spend time learning how to, and how not to, use AI tools. They can be helpful, but they can also cause problems. I need to examine where they help, how much time they save, and when to abandon them and just handle a task myself. That last skill might be the most important. I also need to ensure I learn to work efficiently with the tools to save time and become more effective. That takes some effort and focus to learn to use the tools well.
There are always going to be executives who will make the decision to let someone go. Your (selfish) job is to ensure that you aren’t the one chosen.
Steve Jones
Listen to the podcast at Libsyn, Spotify, or iTunes.
Note, podcasts are only available for a limited time online.
foilsick – adj. feeling ashamed after revealing a little too much of yourself to someone – allowing them too clear a view of your pettiness, your anger, your cowardice, your childlike vulnerability – wishing you could somewhat take back the moment, bolting the door after a storm had already blown it off its hinges.
What a visual. The door blown off its hinges from a storm, and you desperately trying to set it back into the opening.
Blurting out something in an emotional moment is likely something many people have done. I would guess parents as much as teenagers feel foilsick after an argument or a moment of passion in which they say something they didn’t mean.
In the modern world, we might do that with messages or emails as well. I find myself trying to avoid putting myself into the place where I might feel foilsick and I often take a moment to draft something in Joplin (my notetaking app) before I put it into Slack or email. I can’t accidentally send it and then feel some regret over what I said.
I think the avoidance of ever feeling foilsick often leads many of us to not say something we feel, or admit a challenge, precisely so that we aren’t vulnerable and regret our words. As I grow older, I realize that being vulnerable isn’t going to create a foilsick feeling in many cases. It’s going to bring me closer to someone else, or help them help me.
From the Dictionary of Obscure Sorrows
Cloud costs are high and growing. Some orgs think they’re out of control and are trying to limit spend. Some orgs are looking to leave the cloud. A lot of IT spend over the years has been seen as a cost center, with many executives trying to limit the growth or spend, even while they aim for digital transformations of their businesses. Throughout my career, it’s been interesting seeing the tension of groups trying to take advantage of technology and the finance departments trying to manage costs.
The cloud brings some of the same debates/arguments/concerns to the forefront. Partially because of scale, as we can add cloud resources much quicker than we can with a CapEx purchase. Partially because we’ve also often lost some control over budgeting with the move to OpEx and the subscription paradigm.
However, the bigger problem is that we get a true chargeback for all the resources we use. This is done in a way that exceeds what I used to see with mainframes. In those days each department got a monthly report of their usage, applied against their budget. In the cloud world, finance gets a real bill they have to pay, and the chargeback is not a made-up number for internal use.
How can you reduce the cost in the cloud for your database (or all data) resources? The easy answer to start is to get rid of those resources that aren’t being used. How many databases have been created for dev/test and aren’t actively used? That’s often an easy chore, and one that could be scripted. Though I’d want to include backups of anything I get rid of that might be reused. That might include dev systems rarely used. Keeping a backup that I can use to restore to a new resource later is always a good idea.
In line with this, you might look for underutilized instances, especially for VMs or expensive services like Managed Instances. There can be a cost overhead for these systems, and if every application/department/etc. uses a separate system, there might be cost savings from consolidation. However, don’t just move databases. Ensure you aren’t creating a security risk or overloading the system with moves. That requires some analysis of the current systems and buy-in from those with security concerns.
However, the biggest win in reducing cloud cost is to performance tune your code. This is something many DBAs request on a regular basis, but often there isn’t any push to write better code, or utilize better patterns of querying that might reduce the amount of CPU, memory, and network traffic. Learn how to write better performing queries, limit the data returned (no SELECT *), watching out for datatype conversions, and using other techniques that people write about at SQL Server Central every day. We constantly answer questions and publish articles on better ways to write code, so invest the time to ensure your teams can and do write better code. Make sure you train your staff and they use their training.
Lastly, you are in the cloud because you’re willing to change how you work. Don’t be afraid of changing your existing code. If you refactor and break something, change it back. The cloud makes this easy, so take advantage of that and keep improving your code.
Steve Jones
Listen to the podcast at Libsyn, Spotify, or iTunes.
Note, podcasts are only available for a limited time online.
Voice of the DBA 